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difference between axapta great plains

The Market Impact of Two PowerhousesThis is an analysis of the equivalent moves of two superpowers to secure the lower-end of the market, also known as the small-to-medium enterprise (SME) market

difference between axapta great plains positioning, and on subtle differences between the two, see Branding and Positioning: What's the Difference? And Can You Afford It? ). Thus, despite a seemingly well crafted marketing campaign, the Best Software brand remains much less-known than those of its individual products, for example, ACT!, SalesLogix, or Peachtree, and especially ACCPAC. The company has long suffered from either the Best who? syndrome or the confusion with the former Abra, Carpe Diem, or FAS provider only. Additionally, the

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ACCPAC has lately been making big strides to extend its reach and turn into a full-fledged comprehensive e-business software provider for small and medium enterprises (SMEs). ACCPAC is likely the only vendor amongst its peers that is an ASP as well. Additionally, ACCPAC applications are geared for growth.

The major quandary for Sage/Best will be whether to base the long-term strategy on leveraging ACCPAC's technologically superior product into and overriding a unified enterprise solution, or to remain as a conglomerate of stand-alone solutions with strong brand names.

While most of its applications co-opetitors have been licking their wounds and bracing for a long summer drought, fat cash cushioned Microsoft has been putting together the pieces of its CRM (and likely the overall enterprise applications) strategy mosaic

Distribution organizations play a key role between the manufacturers and retailers. Being the middle organization between a manufacturer and a retailer, a distribution center (DC) needs to have a robust operation and accurate information for delivering products and services to its customers.In the past, DCs focused primarily on selecting a strategic location in order to be as close to

In recent years, it has become evident that all vendors of enterprise resource planning (ERP) solutions provide robust functional capabilities or partner with best-of-breed solutions to fill functional gaps. But one area where ERP solution providers are beginning to differentiate themselves is how they deliver on user interface, thereby shaping a user’s experience within the system. But what makes a great user experience?

It's vital to ensure that the user experience elements that your company needs, such as embedded BI elements and social or mobile capabilities, are not just present but presented well. You should be able to personalize and customize your user experience, but above all, the ERP system should be easy to use and help accomplish your business goals. Organizations seeking an ERP solution should give user experience proper consideration when creating a shortlist of best-fit solutions.

In this report, TEC Senior ERP Analyst Ted Rohm breaks down some of the best and must-have user experience elements, talks about advancements in user experience, and looks at future directions in this area in ERP systems.

Best-practice performance management requires processes to run seamlessly across enterprise performance management applications. This permits the sharing of data, enabling business managers to collaborate and make better and quicker decisions that give the organization the agility it needs in today’s increased uncertainty. This paper sets out how one enterprise performance management (EPM) solution delivers.

On December 16, Great Plains Software, Inc., a leading provider of fully integrated front office/back office e-business solutions for the mid-market, announced financial results for the fiscal quarter ended November 30, 1999. Great Plains reported record second quarter revenues of $47.4 million, a 49% increase over the same period last fiscal year. Revenues from the Great Plains platform products, Dynamics and eEnterprise, grew 54% to $45.8 million in the quarter.

Executives in the life sciences industry work under tremendous competitive pressures. At the same time, they must meet regulatory guidelines and ensure that product safety remains a priority. Information must be meticulously tracked through all phases of a production cycle, which can slow production significantly. That’s why solutions for the industry must help streamline and simplify the regulatory compliance process.

Back in April, I wrote about a consulting firm whose excellent service had earned it rave reviews from a client.
The secret to the firm’s success, it turned out, was pretty simple. Its consultants made sure they understood the client, they committed to the project, they kept their promises, and they followed up. In other words, that firm displayed a genuine commitment to excellence that can be